IT Managers Often Decide To Use Overseas Workers To Accompli

It Managers Often Decide To Use Overseas Workers To Accomplish A Speci

IT managers often decide to use overseas workers to accomplish a specific task or run a specific area of IT (for example, a help desk or network administration). They may even engage a strategic consultant overseas. Companies have many reasons for doing this, including a need for a different perspective or to obtain a unique skill set, or it may be a cost-saving measure. If you are managing an IT team and plan to offshore some work, to what degree do you believe sharing plans with the U.S.-based team is important? Can oversharing or undersharing cause issues? What are some of the criteria you may examine to make that determination?

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Offshoring IT operations has become a prevalent strategy among organizations seeking competitive advantages in cost efficiency, access to specialized skills, and operational flexibility. As IT managers contemplate offshore outsourcing, the level of internal and external communication—particularly sharing plans with the U.S.-based team—becomes a critical factor influencing the success of such initiatives. Determining the appropriate extent of sharing involves evaluating multiple criteria, balancing transparency with confidentiality, and anticipating potential issues related to oversharing or undersharing.

Effective communication and transparency are fundamental in managing offshore teams successfully. Sharing plans with the U.S.-based team can foster trust, alignment, and clearer understanding of project objectives and timelines. When teams are kept well informed, they can better coordinate efforts, anticipate challenges, and provide support where necessary. For instance, if the U.S.-based team understands the scope, goals, and progress of offshore tasks, they can contribute insights or flag potential issues early, ultimately reducing risks of miscommunication or misunderstandings (Bercovitz & Mitchell, 2007). Moreover, transparency promotes a culture of accountability and shared responsibility, which can enhance morale and collaboration across geographically dispersed teams.

However, there are risks associated with oversharing. Excessive dissemination of plans or sensitive information may lead to security vulnerabilities or intellectual property concerns. For example, revealing detailed project strategies or proprietary processes might increase the likelihood of leaks or misuse by external parties or internal competitors. Additionally, too much information might overwhelm team members, leading to confusion or decision paralysis. Therefore, it is essential to tailor the level of detail shared based on the audience, confidentiality levels, and strategic importance—adopting a measured approach that balances transparency with security (Dibbern et al., 2004).

Conversely, undersharing can result in misaligned expectations, duplicated efforts, or a lack of cohesion within the team. When the offshore team is kept in the dark about broader organizational goals or specific project details, it can foster mistrust or feelings of alienation. Lack of communication might also hinder their ability to make proactive decisions or provide valuable input, potentially impacting the quality and timeliness of deliverables. Moreover, insufficient sharing can cause misunderstandings that might escalate into conflicts or delays, especially when cultural differences influence communication styles (Meyer, 2014).

Deciding on the appropriate degree of sharing involves examining several critical criteria. First, the sensitivity and confidentiality of the information should be assessed. Proprietary data, strategic plans, and intellectual property require controlled dissemination, while general project updates might be openly shared. Second, the complexity and scope of the project influence how much detail should be provided; more complex projects demand clearer communication channels and transparency to ensure alignment. Third, the cultural differences and communication styles of the offshore team must be considered to avoid misinterpretations; culturally sensitive communication practices can facilitate better understanding (Hofstede, 2001).

Furthermore, organizational policies and industry regulations may dictate specific sharing standards. Compliance requirements for data protection (like GDPR or HIPAA) also impact how much information can be shared externally. Lastly, the maturity and experience level of the offshore team influence sharing decisions; less experienced teams may require more guidance and detailed information, whereas seasoned teams can often operate effectively with less oversight. Establishing clear communication protocols, including what will be shared and through which channels, can mitigate potential issues and foster a collaborative environment (Lacity & Willcocks, 2012).

In conclusion, the decision on how much to share with the U.S.-based team when offshoring IT functions is nuanced and should be based on a careful assessment of security, project complexity, team maturity, and organizational policies. Promoting transparency fosters trust and alignment, but it must be balanced against risks associated with oversharing. Implementing strategic criteria for information sharing ensures that offshore initiatives are efficient, secure, and aligned with organizational goals, ultimately contributing to the success of offshoring endeavors in the competitive global landscape.

References

• Bercovitz, J., & Mitchell, W. (2007). When is more better? The impact of business scale and scope on strategic persistence. Journal of Management, 33(3), 355-377.
• Dibbern, J., Goles, T., Hirschheim, R., & Jayatilaka, B. (2004). Information systems outsourcing: A survey and analysis of research topics. Journal of Strategic Information Systems, 13(3), 242-276.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
• Lacity, M., & Willcocks, L. (2012). Information technology and outsourcing: The ORAF framework. MIT Sloan Management Review, 53(1), 73-80.
• Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs.